"Major Oak opens our eyes to different opportunities and options. Their structured approach ensures better communication, detailed and constant feedback on what is being done, and how it’s getting done. We also value their sense of urgency. They kept us on track and made it happen faster."- COO at a leading BPO and Contact Center Outsource provider

Case Studies

Continuous Improvement (CI) Initiative

  • Established organizational goal alignment and prioritization
  • Formed a cross-functional Continuous Improvement team
  • Created a culture of Continuous Improvement

Business Process Modeling

  • Current state process maps were developed in a time frame significantly faster than initially anticipated by the State. Major Oak completed the process mapping within a 10 week time frame, while other vendors proposed a 20 to 30 week time frame.
  • Future state process maps were created enabling a vision for near term and long term system upgrades
  • 100 opportunities for improvement were identified and categorized in terms of impact and timeline

Lean Business Transformation

  • Redesigned the operating model to deliver improved service levels within a customer centric culture at 25% workforce reduction
  • Identified key opportunity areas and developed sustainable and scalable solutions that will be leveraged across other areas of the business
  • Developed Lean capabilities and understanding within the business to enable ongoing opportunity identification and resolution
  • Collaborated with the outsourcing vendor to strengthen the relationship and establish a mutually beneficial working arrangement for the client and vendor

Implementation Process Optimization

  • Greater than 60% reduction in implementation time for client’s key product from 300 days to less than 100 days
  • 43 unique opportunities identified, resulting in 19 individual projects
  • Reduced implementation times
  • New business practices and disciplines
  • Redesigned business processes & business rules
  • Business wide meeting framework and improved business disciplines
  • IT-related improvements
  • Culture shift to environment of collaboration and continuous improvement

Performance Management – Client Services

  • Implemented shared services model
  • Developed custom application to receive, distribute and track work
  • Installed activity-based management performance reports to measure employee productivity and service
  • Delivered hard dollar savings of $465K in 23 weeks and identified additional savings opportunity of $712K; total project savings of $1.2 MM

Performance Management – Front/Back Office

  • Implemented enhanced call routing using existing ACD features
  • Implemented a multi-team approach to support phone and non-phone work
  • Maintained service levels while reducing turnaround time 34%
  • Delivered hard dollar savings of $650K in 18 weeks

 

Risk Modeling

  • Performed a statistical model evaluating over 400 enterprise applications containing almost 8 million data elements from operational metrics and technological environment conditions
  • Identified applications having higher relative risk and needing further review utilizing an objective assessment method and establishing a portfolio benchmark
  • Developed detailed modeling process diagrams and instructions allowing for Knowledge Transfer (KT) and model mentoring with internal Subject Matter Experts (SME)

IT Acquisition Integration

  • Performed exhaustive inventory of all data and voice technologies
  • Identified technology congruency and disparate integration points
  • Provided comprehensive report identifying integration requirements, recommendations, strategy, budget and timeline

Day 2 Strategy

  • Identified and documented the cascading impacts of their Global Communication Platform (GCP) project with input from seven track leads/teams classifying 70+ projects by tracks impacted, enterprise risk and relative consequence ranking
  • Coordinated Day 2 strategy for technology infrastructures of over 40 countries having 40+ email and calendaring systems, 20+ intranets, 30+ directory structures and 35+ file sharing systems
  • Presented the next year project roadmap identifying seven initiatives comprised of 35 projects

Data Masking

  • Reduction of risk in 61 applications (11 more than targeted by Board of Directors) in initial 6 months of program using data masking, process change and application sun setting techniques
  • Program exceeded initial risk mitigation goal and was 6% under budget
  • Established several risk management procedures and Business-As-Usual (BAU) governance framework to evergreen the program

Quality Program Improvement

  • Benchmarked the center against ten world-class quality programs to highlight best practices and identify improvement opportunities
  • Worked with leaders to implement desired program changes
  • Changes resulted in 25 straight months of year of year CSAT improvements

Operational Assessment

  • Identified first year cost savings in excess of $1,000,000; 14% direct labor savings (against 205 agents)
  • Developed an 18-week project plan and savings schedule with guaranteed first year ROI of 3.5:1

Performance Management – Contact Center

  • Developed and fully installed Activity‐Based Management (ABM) system
  • Streamlined work processes across three regional offices
  • Reduced unit costs 16%; increased capacity 20%
  • First year savings of $1.7MM (against 237 agents); Project ROI of 3.3:1

Fast Growing Internet Marketing Firm, Private Equity Target

  • Delivered a total compensation plan with incentives to increase profits from 20 – 50% while maintaining a minimum of 100% revenue growth
  • Plan drove 50% increase in profit margins while revenue grew 220%
  • Plan incentives resulted in a focus on higher quality client accounts, minimizing exposure to higher risk clients and partners
  • Company recognized as having the best profit margins in the industry, increasing EBITDA multiple in external investment bank valuation

Internet Registration Company

  • Delivered a sales force profitability model that quickly led to revisions in the client’s sales and margin assumptions
  • Market research and consumer interviews prompted management discussions on pricing policy
  • Broader strategic issues (i.e. data mining, customer segmentation, channel mix, geographies, business development opportunities) were raised
  • Additional operational and organizational issues were surfaced (e.g. cost assumptions, customer service, sales compensation, span of control)

Fortune 50 Financial Services Organization Strategy

  • Designed and implemented a Total Rewards program encompassing 140 rewards, 12 monthly vendor feeds, 257 business rules and 146 links to other web sites
  • Implemented a web-based tool that provides a personalized view of company rewards to all active employees
  • In the first year was accessed by 50% of employees and promotes increased participation in rewards programs through targeted system messaging

Performance Management – Queue Consolidation

  • Consolidated 17 queues to four, increased capacity, streamlined service delivery and positioned centers for virtual call routing
  • 21% reduction in unit costs; 24% reduction in call support staff
  • First year savings of $900K against staff of 140 agents

Financial Close Process for a Financial Services Organization

  • Reduced the close cycle time from 16 days to 7 days (56%)
  • Improved data accuracy and quality
  • Eliminated 6,200 man hours a year from the close process

Litigation Support and Application Development for a Financial Services Organization

  • A custom solution that more efficiently and effectively archives email required for legal discoveries
  • 50%+ reduction in email volume archived (12 terabytes of storage)
  • $3M in annual savings
  • Smaller archive drives significantly faster legal searches and reduced liability exposure

Health and Wellness Program Implementation

  • Completed project on-time and on budget
  • Achieved over 50% participation in the Health Assessment in four months (Three year goal is 75% participation)
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